My research focuses on the interface between business models and business process management, including service engineering and process innovation; organisational process improvement through maturity models; practice of business process modelling & redesign including human factors; and agile approaches in software development.

Current Research Topics:


Business Model Engineering (BME) involves the design, operationalization/implementation, monitoring & controlling, and evolution of business models. These major phases constitute the business model lifecycle.

In my research, I take a networked, multi-stakeholder business environment as the context, and focus on service-dominant business models. A service-dominant business model represents the way in which a network of organizations –including the providers and customer, co-creates value for the customer through solution-oriented services, and generates revenue and benefits for all network partners. (This can be contrasted with a goods-dominant business model that has an output orientation view and emphasizes on how actors exchange output units.)

My research centers around the two major phases of the business model lifecycle: design and operationalization/implementation. Particular topics of interest include:

  • Design of service-dominant business models in a multi-stakeholder business environment. This involves the business model blueprint design, feasibility evaluation, and decision making as parts of the business model innovation process. Current sub-topics include:
    • Evaluation of business models, i.e. the assessment of the financial and non-financial viability of (service-dominant) business models (with PhD student: Rick Gilsing)
    • Strategic decision making in business model engineering (with PhD student: Frank Berkers)
  • Operationalization/Implementation of service-dominant business models
    • … using Business Process Management approaches (with PhD student: Bambang Suratno)
    • … through Business Services using Service Engineering approaches (with PhD student: O. Ege Adali)

In addition to the lifecycle phases, I also focus on the organizational context in which the business model engineering activities are performed. In particular, I work on:

  • Relation between the business model engineering & innovation and organizational (process) maturity.
    • Organizations only of high maturity can systematically manage and innovate new business (& process) models. Such organizations require capabilities related not only to the structured methods (such as those that we have been developing on the above-mentioned lifecycle phases) but also on process management, and relevant strategic, people and cultural factors. In this research topic, I investigate these capabilities and their relationships to provide guidance for organizations to attain them and achieve higher maturity levels.

We have been involved in a series of industry and research projects on this topic in the mobility, logistics, and services domains.

Our recent works in this research area include: [ECIS 2017] [PRO-VE 2015], [DITCM-2015], [PPA-2014], [BESTFACT-2016], [ConMob-2016]

Check: ResearchGate

-> Maturity Models in Business Process Management

Organisations need guidance on how to implement and establish process foundations, structures, and capabilities required to achieve higher product/service quality and lower operating costs. They also differ in terms of the type of guidance they require as they have a different level of process orientation. Maturity models are useful business tools for assessing organisational aspects such as processes, structures, people, and culture, and for providing guidance for their improvement. Without a clearly defined strategy for improvement, it is difficult to achieve consensus within an organisation on the priorities and order of improvement activities. This research area involves the development, application and evaluation of (process) maturity models in different business domains (e.g. in healthcare, finance, software development) - particularly empirical investigations of their effectiveness.

- Our recent works in this research area include: [ECIS-2016], [IST-2016], [ECIS-2015], [SEAA-2015], [ProCare-2015]

Check: ResearchGate

-> Business Process Models: Quality and Human Aspects

Human aspects of BPM relate to the interaction, communication, collaboration, and cooperation among individuals and teams in organisations, and their perception of process models and other artefacts throughout the entire BPM lifecycle. As a key artefact in the BPM lifecycle, business process models constitute the basis for organisational improvement and the development of supporting information systems. They play a key role in facilitating communication among various stakeholders, hence, their understandability is important to achieve this purpose. The research in this area involves studies on the factors influencing the quality/understandability of process models, investigations into the process of process modelling including cognitive aspects.

- Our recent works in this research area include: [IST-2017] [BPM-2016], [BPMS2-2016], [S-BPM-2015], [IEEE-CPSM-2014], [S-BPM-2013], [I&M-2011]

Check: ResearchGate

-> Agile approaches in Software Development & Requirements engineering

Our recent work in this research area include: [JSEP 2016]

-> Business process compliance

Compliance of business processes to regulations, laws and policies.

- Our recent works in this research area include: [SoSym-2016], [IEEE Software - 2011]

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